Creating Market Insight: How Firms Create Value from Market Understanding / Edition 1

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Overview

Based on years of research at two of Europe's to p businessschools, Creating Market Insight looks at how successfulfirms gather information, turn it into insight and use that insightto create customer and shareholder value.

Using examples from every sector and firms such as Sky, Zurich,Cisco, Google, Nintendo, Tesco, Toyota, Yahoo and many others, theauthors lead the reader through the methods great firms use to gainmarket insight and create competitive advantage. Creating MarketInsight enables practising mangers to understand what marketinsight is, how to create it and how to use it.

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Product Details

  • ISBN-13: 9780470986530
  • Publisher: Wiley
  • Publication date: 6/3/2008
  • Edition number: 1
  • Pages: 332
  • Product dimensions: 6.20 (w) x 9.00 (h) x 0.90 (d)

Meet the Author

Dr Brian D Smith is a researcher, author and advisor in thefield of competitive strategy. Working at Open University, Europe'slargest business school, he has published over 100 books, papersand articles in this field. he works internationally with manycompanies including Pfizer, Olympus and the Economist.

Dr Paul Raspin specializes in working with executive andsenior management teams to analyze business environments anddevelop effective business strategies. He is an active researcherand author in the field of strategic management. As a Director ofStratevolve, a niche strategy consultancy, he has consultedextensively in Europe and the US on developing competitiveadvantage.

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Table of Contents

Preface.

Acknowledgements.

Chapter 1. Success, Strategy and Understanding.

What is success?

Success comes from strong strategy.

What does a strong marketing strategy look like?

What is this 'market' into which we're trying to gaininsight?

The importance of market understanding.

Chapter 2. The difficulty of gaining insight.

Market complexity is making it harder to create marketinsight.

Market turbulence is making it harder to create marketinsight.

The frequency of failure.

The failure of data analytics.

Chapter 3. How Well Do You Understand Your BusinessEnvironment?

The importance of self awareness.

Test your understanding.

Scanning mechanism.

Chapter 4. What Does Market Insight Look Like?

When is an insight not an insight?

A taxonomy of market insight.

The end in mind.

Chapter 5. What Do Real Managers Do to Understand theEnvironment?

Scanning is generally ad hoc, informal and unsystematic.

Scanning is embedded and hard to manage.

Scanning is typically under-resourced, unmeasured andunrewarded.

There are four major behavioural clusters of businessenvironment scanning.

Chapter 6. Understanding and Assessing the Complexity andTurbulence of a market.

What is a market?

Understanding market complexity.

A process for evaluating market complexity.

Understanding and evaluating market turbulence.

Combining the assessments of market complexity and marketturbulence.

Chapter 7. What is the best way to understand the businessenvironment?

Strengths and weaknesses of Analysts.

Strengths and weaknesses of Categorists.

Strengths and weaknesses of Monitors.

Strengths and weaknesses of Viewers.

The best way depends on the market.

Chapter 8. Putting it together - how firms createinsight.

Developing scanning capability to make sense of the businessenvironment.

From information to insight.

Chapter 9. From Insight to Value.

Starting point: what market insight do we have?

What does our market insight imply?

Does it make sense to act on our insight?

How can we ensure that our market insight is acted upon?

The causes of non-implementation.

Resolving inadvertent non-implementation.

References.

Index of figures.

Index of Tables.

Index.

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